Employees' Social Context and Change-Oriented Citizenship: A Meta-Analysis of Leader, Coworker, and Organizational Influences

Dan S. Chiaburu; Natalia M. Lorinkova; Linn Van Dyne

doi:10.1177/1059601113476736

Employees' Social Context and Change-Oriented Citizenship: A Meta-Analysis of Leader, Coworker, and Organizational Influences

Dan S. Chiaburu, Natalia M. Lorinkova, Linn Van Dyne

Labor and Employment Relations

Research output: Contribution to journal › Article › peer-review

133 Scopus citations

Abstract

Change-oriented citizenship depends on support received from employees' social context. Meta-analytic tests based on 131 independent samples and 38,409 employees confirmed positive relationships between leader, coworker, and organizational support and change-oriented citizenship, even after accounting for employees' attitudes and intentions (i.e., job satisfaction, organizational commitment, and intention to quit). Moderator analyses indicated that specific coworker and organizational support had stronger relationships with change-oriented citizenship than generic support. In contrast, specific and generic leader support were equally important predictors of change-oriented citizenship.

Original language	English (US)
Pages (from-to)	291-333
Number of pages	43
Journal	Group and Organization Management
Volume	38
Issue number	3
DOIs	https://doi.org/10.1177/1059601113476736
State	Published - Jun 2013

All Science Journal Classification (ASJC) codes

Arts and Humanities (miscellaneous)
Applied Psychology
Organizational Behavior and Human Resource Management

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Employees' Social Context and Change-Oriented Citizenship: A Meta-Analysis of Leader, Coworker, and Organizational Influences

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